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John W. Fleenor
Leveraging the Impact of 360-Degree Feedback, Second Edition
3995
$39.95
Unit price perJohn W. Fleenor
Leveraging the Impact of 360-Degree Feedback, Second Edition
3995
$39.95
Unit price per
From the Center for Creative Leadership, this essential guide is updated with new insights, tips, and tools to help organizations get the most out of 360-degree feedback.
This is a hands-on guide for implementing effective 360-degree feedback systems as part of leadership development initiatives in organizations. Written for professionals who work inside organizations and external consultants working with clients, the book draws on over twenty years of research and practice by the Center for Creative Leadership (CCL). The book provides step-by-step guidelines for successful 360-degree feedback as well as best practices observed and tested with CCL's broad base of clients.
The second edition is updated with advances in the field over the past ten years and features new chapters on ensuring validity, why the process can fail, and the future of leadership development. The book includes worksheets, checklists, and other tools to use or adapt with a 360-degree process in any organization.
Center for Creative Leadership (CCL) is a top-ranked, global provider of programs that develop better leaders through its exclusive focus on leadership education and research.
This is a hands-on guide for implementing effective 360-degree feedback systems as part of leadership development initiatives in organizations. Written for professionals who work inside organizations and external consultants working with clients, the book draws on over twenty years of research and practice by the Center for Creative Leadership (CCL). The book provides step-by-step guidelines for successful 360-degree feedback as well as best practices observed and tested with CCL's broad base of clients.
The second edition is updated with advances in the field over the past ten years and features new chapters on ensuring validity, why the process can fail, and the future of leadership development. The book includes worksheets, checklists, and other tools to use or adapt with a 360-degree process in any organization.
Center for Creative Leadership (CCL) is a top-ranked, global provider of programs that develop better leaders through its exclusive focus on leadership education and research.
Thom Hartmann, the most popular progressive radio host in America and a New York Times bestselling author, looks at the history of the battle against oligarchy in America-and how we can win the latest round.
The history of America (and of all democracies) catalogues the dynamic tension between democracy and oligarchy. Oligarchy usually has the power and the resources, and for this reason democracy has had limited success historically. The most important “stabilizer” that a democracy can build into its own system is one that prevents an oligarchy from taking over-which was an original purpose of the Constitution.
Thom Hartmann traces the history of the struggle between oligarchy and democracy, from America's founding revolt against British aristocracy to the United States' war with the feudal Confederacy to President Franklin Roosevelt's struggle against “economic royalists,” who wanted to block the New Deal. In each of those cases the oligarchs lost the battle. But with increasing right-wing control of the media, unlimited campaign contributions, and a conservative takeover of the judicial system, we're at a crisis point as real and critical as those we hit in 1776, 1861, and 1932. Thankfully, Hartmann lays out practical measures we can take to break up media monopolies, limit the influence of money in politics, and return control of America to We the People.
The history of America (and of all democracies) catalogues the dynamic tension between democracy and oligarchy. Oligarchy usually has the power and the resources, and for this reason democracy has had limited success historically. The most important “stabilizer” that a democracy can build into its own system is one that prevents an oligarchy from taking over-which was an original purpose of the Constitution.
Thom Hartmann traces the history of the struggle between oligarchy and democracy, from America's founding revolt against British aristocracy to the United States' war with the feudal Confederacy to President Franklin Roosevelt's struggle against “economic royalists,” who wanted to block the New Deal. In each of those cases the oligarchs lost the battle. But with increasing right-wing control of the media, unlimited campaign contributions, and a conservative takeover of the judicial system, we're at a crisis point as real and critical as those we hit in 1776, 1861, and 1932. Thankfully, Hartmann lays out practical measures we can take to break up media monopolies, limit the influence of money in politics, and return control of America to We the People.
"Hartmann's history of voter suppression in America is necessary information given current news about voter registration purges and redistricting...a particularly timely topic for an election year, and anyone who is seriously concerned about the survival of American democracy will want to read this book and apply its lessons."-Booklist
In today's America, only a slim majority of people register to vote, and a large percentage of registered voters don't bother to show up: Donald Trump was elected by only 26 percent of eligible voters. Unfortunately, this is not a bug in our system, it's a feature. Thom Hartmann unveils the strategies and tactics that conservative elites in this country have used, from the foundation of the Electoral College to the latest voter ID laws, to protect their interests by preventing “the wrong people”-such as the poor, women, and people of color-from voting while making it more convenient for the wealthy and white. But he also lays out a wide variety of simple, commonsense ways that we the people can fight back and reclaim our right to rule through the ballot box.
In today's America, only a slim majority of people register to vote, and a large percentage of registered voters don't bother to show up: Donald Trump was elected by only 26 percent of eligible voters. Unfortunately, this is not a bug in our system, it's a feature. Thom Hartmann unveils the strategies and tactics that conservative elites in this country have used, from the foundation of the Electoral College to the latest voter ID laws, to protect their interests by preventing “the wrong people”-such as the poor, women, and people of color-from voting while making it more convenient for the wealthy and white. But he also lays out a wide variety of simple, commonsense ways that we the people can fight back and reclaim our right to rule through the ballot box.
The rules of business are changing dramatically. The Aspen Institute's Judy Samuelson describes the profound shifts in attitudes and mindsets that are redefining our notions of what constitutes business success.
Decades of teaching and reinforcing shareholder return as the single objective function of a well-run business has resulted in corporations focused entirely on quarterly profits and rewarding short-term-oriented investors. This has been at the expense of employees, long-term vision, and stewardship of natural resources. But we are now starting to see social forces and public expectations giving shape to a new kind of business ethic, as reflected in the Business Roundtable's 2019 Statement on the Purpose of a Corporation.
Judy Samuelson, vice president at the Aspen Institute, lays out six new rules that can help a business free itself from the tyranny of shareholder primacy and become an active force for solving the world's problems:
1. Reputation, trust, loyalty, and other intangibles drive real business value
2. Businesses serve many objectives beyond shareholder value
3. Corporate responsibilities extend far outside the business gates
4. Employees are allies, not expenses
5. Culture is king and talent rules
6. Co-create with your competitors to win
These new rules create real value and have the staying power to reverse decades of value-destroying decisions in business.
Decades of teaching and reinforcing shareholder return as the single objective function of a well-run business has resulted in corporations focused entirely on quarterly profits and rewarding short-term-oriented investors. This has been at the expense of employees, long-term vision, and stewardship of natural resources. But we are now starting to see social forces and public expectations giving shape to a new kind of business ethic, as reflected in the Business Roundtable's 2019 Statement on the Purpose of a Corporation.
Judy Samuelson, vice president at the Aspen Institute, lays out six new rules that can help a business free itself from the tyranny of shareholder primacy and become an active force for solving the world's problems:
1. Reputation, trust, loyalty, and other intangibles drive real business value
2. Businesses serve many objectives beyond shareholder value
3. Corporate responsibilities extend far outside the business gates
4. Employees are allies, not expenses
5. Culture is king and talent rules
6. Co-create with your competitors to win
These new rules create real value and have the staying power to reverse decades of value-destroying decisions in business.
Now completely updated, Making Sustainability Work is the bible for applying real metrics and best practices to the often-nebulous realm of business sustainability. Mark Epstein and Adriana Rejc Buhovac provide concrete tools for measuring and increasing social and environmental impacts in a manner that businesses can understand and put to real use.
The current model of leadership isn't working for the planet because business has diminished values and outlooks that are traditionally thought of as feminine. Seeking to reclaim feminine power and restore balance for both women and men, this book charts a new path based on timeless Indian wisdom.
Our current one-sided notion of a leader's power is a root cause of a host of contemporary problems, including social breakdown, environmental degradation, an epidemic of depression, and corruption in business and government. Whether we are male or female, we have been trained to value leadership qualities that are traditionally thought of as masculine: hierarchical, individualistic, militaristic. Reaching into ancient spiritual and mythical teachings, the authors revive a feminine archetype of leadership: generative, cooperative, creative, empathetic. In the Indian yogic tradition, these qualities are associated with Shakti, the source of creation, sustenance and transformation that powers the cycle of life.
Bhat and Sisodia seek to restore a long-lost balance, for men and women alike, of masculine and feminine energies. All leaders should learn to value and understand "Shakti Leadership," meaning acting from a consciousness of life-giving creativity and sustainability to achieve self-mastery and be of selfless service. When leaders of both sexes learn to embrace this mindset, we can restore sanity, elevate humanity and heal the planet by evolving consciously together.
Our current one-sided notion of a leader's power is a root cause of a host of contemporary problems, including social breakdown, environmental degradation, an epidemic of depression, and corruption in business and government. Whether we are male or female, we have been trained to value leadership qualities that are traditionally thought of as masculine: hierarchical, individualistic, militaristic. Reaching into ancient spiritual and mythical teachings, the authors revive a feminine archetype of leadership: generative, cooperative, creative, empathetic. In the Indian yogic tradition, these qualities are associated with Shakti, the source of creation, sustenance and transformation that powers the cycle of life.
Bhat and Sisodia seek to restore a long-lost balance, for men and women alike, of masculine and feminine energies. All leaders should learn to value and understand "Shakti Leadership," meaning acting from a consciousness of life-giving creativity and sustainability to achieve self-mastery and be of selfless service. When leaders of both sexes learn to embrace this mindset, we can restore sanity, elevate humanity and heal the planet by evolving consciously together.
Teaming up shouldn't mean slowing down. Bestselling author Laura Stack's FAST model mobilizes teams to be the most effective they can be, while keeping each other's best interests at heart.
Today's workplaces require people who can "team well." Collective effort results in greater results and faster outcomes than an individual effort, in almost all instances. It takes less time to get things done with a team. Using the Four Keys in Laura Stack's original FAST model, teams will learn to work together Fairly, accept Accountability, apply Systems Thinking, and maximize available Technology. The trick is for team members to continually ask themselves, "What can I do to make my team go FAST?" Paired with an interactive assessment, each team will evaluate their current speed and path towards acceleration. If you want your business to win the race, everyone has to contribute. When done well, the team wins championships.
As Laura Stack puts it, "Team up, don't slow down."
Today's workplaces require people who can "team well." Collective effort results in greater results and faster outcomes than an individual effort, in almost all instances. It takes less time to get things done with a team. Using the Four Keys in Laura Stack's original FAST model, teams will learn to work together Fairly, accept Accountability, apply Systems Thinking, and maximize available Technology. The trick is for team members to continually ask themselves, "What can I do to make my team go FAST?" Paired with an interactive assessment, each team will evaluate their current speed and path towards acceleration. If you want your business to win the race, everyone has to contribute. When done well, the team wins championships.
As Laura Stack puts it, "Team up, don't slow down."
In this third edition, bestselling authors Ken Blanchard and Mark Miller answer the question most leaders ask at some point in their career: “What do I need to do to be a great leader?” The secret may surprise you.
In The Magic of Tiny Business, by ECOBAGS® founder and pioneering green business champion, Sharon Rowe shows entrepreneurs and business owners how to build a profitable, right-scaled, sustainable business that doesn't compromise their values.
“This is a powerful book-tiny is mighty. Sharon Rowe's simple shift in thinking is a profound idea, precisely what we need to hear.”
-Seth Godin, author of Linchpin
Too many of us feel trapped by work that keeps us from living our purpose. We fantasize about starting our own business, yet we're warned against falling into debt, working eighty hours a week, and coping with the pressure to grow. Eco-Bags Products founder Sharon Rowe says there's another way: go tiny.
Like a tiny house, a tiny business is built on maintaining a laser focus on what is essential by living an intentional life. As an entrepreneur and mother, Rowe is most concerned with putting family first, maintaining financial security, and doing something that makes an impact in the world. Using the success story of Eco-Bags Products, Rowe distills the step-by-step process of building a profitable, right-scaled, sustainable venture that doesn't compromise your values. She shows you how to test your concept, manage your money and priorities, and more, while staying true to the "tiny" ethos.
“This is a powerful book-tiny is mighty. Sharon Rowe's simple shift in thinking is a profound idea, precisely what we need to hear.”
-Seth Godin, author of Linchpin
Too many of us feel trapped by work that keeps us from living our purpose. We fantasize about starting our own business, yet we're warned against falling into debt, working eighty hours a week, and coping with the pressure to grow. Eco-Bags Products founder Sharon Rowe says there's another way: go tiny.
Like a tiny house, a tiny business is built on maintaining a laser focus on what is essential by living an intentional life. As an entrepreneur and mother, Rowe is most concerned with putting family first, maintaining financial security, and doing something that makes an impact in the world. Using the success story of Eco-Bags Products, Rowe distills the step-by-step process of building a profitable, right-scaled, sustainable venture that doesn't compromise your values. She shows you how to test your concept, manage your money and priorities, and more, while staying true to the "tiny" ethos.
Wall Street Journal bestselling author David Horsager provides a selection of incredible new tips and tricks for maintaining your business edge on a daily basis.
How do you get your work done and still maintain relationships and build trust? For most busy executives, it's an either/or choice -- either spend time with your people, or be an effective and productive leader who focuses entirely on the work. But David Horsager says you can do both.
The key is to do lots of little things on a daily basis that make you so effective that you have enough time to interact with your people and honor and build the relationships you have with them. In succinct, quick-read chapters Horsager offers thirty-five high impact productivity practices, each easily implemented and powerful on their own. Taken together, they form a solid wave of efficacy that will enable you to get more done, keep your energy up, and make sure that you're able to put people first-which Horsager insists must be always be one of your top priorities.
How do you get your work done and still maintain relationships and build trust? For most busy executives, it's an either/or choice -- either spend time with your people, or be an effective and productive leader who focuses entirely on the work. But David Horsager says you can do both.
The key is to do lots of little things on a daily basis that make you so effective that you have enough time to interact with your people and honor and build the relationships you have with them. In succinct, quick-read chapters Horsager offers thirty-five high impact productivity practices, each easily implemented and powerful on their own. Taken together, they form a solid wave of efficacy that will enable you to get more done, keep your energy up, and make sure that you're able to put people first-which Horsager insists must be always be one of your top priorities.
Bestselling author, therapist, lawyer, and mediator Bill Eddy describes how dangerous, high-conflict personalities have gained power in governments worldwide-and what citizens can do to keep these people out of office.
Democracy is under siege. The reason isn't politics. It's personalities: too many countries have come under the sway of high-conflict politicians (HCPs). Most of these HCPs have traits of narcissistic personality disorder, antisocial (i.e., sociopathic) personality disorder, or both. This is the first and only guide for identifying and thwarting HCPs.
Bill Eddy says the key to understanding HCPs is their use of what he calls the Fantasy Crisis Triad:
1. There's a terrible crisis!
2. It's caused by this evil person or group.
3. I'm the only person who can solve it and save you.
Using Hitler, Stalin, Putin, Berlusconi, Chavez, Nixon, Trump and others as case studies, Eddy shows how HCPs create or exacerbate conflict to manipulate our emotions and rise to power. But he also shows how we can spot HCPs early on (he includes a checklist of forty typical behaviors), respond to them effectively, and identify and give our support to genuine leaders.
Democracy is under siege. The reason isn't politics. It's personalities: too many countries have come under the sway of high-conflict politicians (HCPs). Most of these HCPs have traits of narcissistic personality disorder, antisocial (i.e., sociopathic) personality disorder, or both. This is the first and only guide for identifying and thwarting HCPs.
Bill Eddy says the key to understanding HCPs is their use of what he calls the Fantasy Crisis Triad:
1. There's a terrible crisis!
2. It's caused by this evil person or group.
3. I'm the only person who can solve it and save you.
Using Hitler, Stalin, Putin, Berlusconi, Chavez, Nixon, Trump and others as case studies, Eddy shows how HCPs create or exacerbate conflict to manipulate our emotions and rise to power. But he also shows how we can spot HCPs early on (he includes a checklist of forty typical behaviors), respond to them effectively, and identify and give our support to genuine leaders.
“By the end of this book, you will understand what is valuable, how to measure value, and how to optimize the flow of value-from idea to your customer.”
-Evan Leybourn, co-founder and CEO, Business Agility Institute
Agile methods have brought about dramatic changes in how organizations manage and deliver not only IT services, but their entire product and service value streams. As legacy organizations transition to newer, end-to-end agile operating models, the Project Management Office (PMO) needs to redesign its mission and operation to be more in line with these modern ways of working.
That requires being more customer-focused and value-adding, and less hidebound, bureaucratic and tied to antiquated processes and mindsets. Visionary leaders are transitioning into enablers of this change, and maximizing value through the entire organization. Middle management, including program and project managers (PMs), are racing to maximize their professional relevancy in this new world.
This book defines the role of the agile value management office (VMO), using case studies and a clear road map to help PMs visualize and implement a new path where middle management and the VMO are valued leaders in the age of business agility.
-Evan Leybourn, co-founder and CEO, Business Agility Institute
Agile methods have brought about dramatic changes in how organizations manage and deliver not only IT services, but their entire product and service value streams. As legacy organizations transition to newer, end-to-end agile operating models, the Project Management Office (PMO) needs to redesign its mission and operation to be more in line with these modern ways of working.
That requires being more customer-focused and value-adding, and less hidebound, bureaucratic and tied to antiquated processes and mindsets. Visionary leaders are transitioning into enablers of this change, and maximizing value through the entire organization. Middle management, including program and project managers (PMs), are racing to maximize their professional relevancy in this new world.
This book defines the role of the agile value management office (VMO), using case studies and a clear road map to help PMs visualize and implement a new path where middle management and the VMO are valued leaders in the age of business agility.
Frustrated that change efforts you're leading take too long, are too difficult, or are too often ineffective? Discover eight powerful ways to make any change work faster, easier, and better-whether done by C-suite leaders or frontline workers.
In a recent Fast Company article, nine CEOs said the biggest challenges their companies face are all related to change. Change is a constant need and a constant challenge for every organization-large or small, for-profit, nonprofit, or governmental. Is there a way to make it easier?
If you're trying to lift something heavy, it helps to have a lever. In this book, Jake Jacobs provides eight levers that can transform the typical change process into something far smoother and more efficient-he calls the new process Leverage Change. Jacobs offers proven advice and real-life examples that will accelerate every step of the change process, including designing your own customized change process, figuring out where the real energy for change is in your organization, striking the right balance between explicit direction and creative collaboration, making change work as part of people's regular routines, and more. Archimedes said with the right lever, he could move the world-with Jacobs' eight levers, you can change your world.
In a recent Fast Company article, nine CEOs said the biggest challenges their companies face are all related to change. Change is a constant need and a constant challenge for every organization-large or small, for-profit, nonprofit, or governmental. Is there a way to make it easier?
If you're trying to lift something heavy, it helps to have a lever. In this book, Jake Jacobs provides eight levers that can transform the typical change process into something far smoother and more efficient-he calls the new process Leverage Change. Jacobs offers proven advice and real-life examples that will accelerate every step of the change process, including designing your own customized change process, figuring out where the real energy for change is in your organization, striking the right balance between explicit direction and creative collaboration, making change work as part of people's regular routines, and more. Archimedes said with the right lever, he could move the world-with Jacobs' eight levers, you can change your world.